Buy-In: Don’t Change Without It

Buy-in from attorneys and staff is critical for implementing change successfully. Before rolling out something new, whether it’s a new technology platform, a new marketing strategy, or any other initiative, firms must take a strategic approach that involves effective communication, addressing resistance to change, engagement, and adequate support. Without buy-in, your initiative is likely to be one of the 70% of changes that fail. We don’t want that to happen, so we’ve put together this practical guide for law firms who are ready for something new.

Reasons Behind the Appalling Failure Rate of Change Initiatives

When less than a third of change initiatives succeed, it makes one wonder why organizations bother changing. But we also know that failing to adapt to market changes can be fatal. (The words Blackberry and Kodak come to mind…) There is no doubt the legal market is changing, much like every other industry. It is imperative that firms get better at changing and avoid the common pitfalls.

Lack of Leadership Support

This may seem obvious, but if law firm leaders don’t support a change, then it’s unlikely anyone else will. Change initiatives require strong leadership, not only from the “named” leaders such as the managing partner, executive committee, and practice group leaders, but also from other influential partners — and we all know who they are.

Poor Communication

Lack of clear, consistent messaging about the change can create confusion and resistance. It can also make attorneys and staff feel neglected and unheard. For longer-term initiatives, inconsistent communication will quickly quash momentum.

Failing to Account for the Humans

Too often, proponents of change often think the benefits will be so obvious, everyone will want to jump on board. Even if they’re right about the first part, they shouldn’t be surprised that others don’t share their enthusiasm. People resist change for a myriad of reasons, from typical fear of the unknown to perceived risks to their role or jobs. And then there are the lawyers…

When introducing change to a group of lawyers, recognize the unique characteristics that make us great lawyers. We already talked about risk-aversion, so here are some other traits we’re known for and how they impact change initiatives:

1. 1. Skepticism and Analytical Thinking Lawyers are trained to question new ideas and analyze them from all angles.
   2. Autonomy Lawyers value independence of thought and action. We are wary of changes imposed from “on high.”
   3. Ego Drive Lawyers are driven by achievement and recognition. They may not see how the change will enhance their practice.
   4. Time is Money Billable hours are a fact of lawyer life and because so much of our compensation rides on them, anything that is perceived to eat into that time is met with distaste.

Improve the Odds of Success with These Strategies

How do you get into the 30% successful bracket? Follow these best practices.

Craft a Comprehensive Strategic Plan

Define a clear scope for the change initiative and set realistic, achievable goals. Avoid overcommitting or attempting to implement too many changes simultaneously. Prioritize initiatives based on impact and feasibility and create a well-defined strategic plan. The strategic plan also provides a common understanding that can be communicated consistently. For example, leaders can refer to this plan to provide consistent responses to questions like “why are we doing this?” To create this strategic plan, follow these steps:

• • Identify Needs Understand the firm’s pain points and areas with room for improvement. Make sure the change initiative addresses at least one of these areas.
  • Set Clear Objectives Define clear goals for the initiative, including how progress will be measured (see “Demonstrate ROI” below.)
  • Communicate Share the strategy with attorneys, emphasizing the problems that will be solved and improvements that will result. Transparency fosters trust and encourages buy-in. (See “Communicate Consistently” below.)

Engage and Align

Make an intentional effort to involve attorneys and staff from the outset. Their input and perspectives are critical for successful change. Involve them in decision making and seek alignment with the objectives you hope to achieve. Consider everyone who will be impacted by the change. This could include clients and vendors in addition to firm staff and attorneys. Engage with them more or less often depending on their level of interest and impact. Below are some ways you can engage these stakeholders.

Tools to Promote Alignment & Engagement

• Surveys: Collect feedback and insights
• Interviews: Understand individual perspectives
• Town Halls: Share updates on progress and address concerns openly

• Workshops: Facilitate group discussions and collaborate on solutions.
• Newsletters: Send out progress updates regularly.
• Lunch and Learns: Bring different groups together to share their experiences

Be sure to incorporate what you learn from these engagements and adapt your plan accordingly.

Communicate Consistently

Develop a communication plan that includes clear and consistent messaging about the reasons for the change, its benefits, and the impact on individuals. Emphasize how the initiative aligns with the firm’s strategic plan or shared vision. Consistently update all stakeholders on the progress of the initiative and address concerns transparently. Tailor communication to address issues that contribute to resistance. Remind everyone that change takes time and that acting with deliberation will be more successful.

Account for What Makes Lawyers Good at the Job

Your strategic plan should account for the lawyer traits we mentioned earlier and here’s how:

1. • Leverage lawyers’ analytical thinking by providing data-driven evidence for change. Address concerns logically and demonstrate how the initiative aligns with firm goals.
   • Invite lawyers into the discussion early on. Encourage input and active participation in change initiatives. This gives lawyers more control over the process and preserves their independence.
   • Frame change as an opportunity for personal growth and professional advancement. Offer opportunities for lawyers to demonstrate their successes within the area of change.
   • Value lawyers’ time. Change initiatives should be geared towards making work better, easier, and/or more efficient, so be sure to highlight this when promoting something new.
   • Be ready to clearly state how the objectives and expected results of the new opportunity will benefit lawyers individually. Show how the change will elevate their practice and enhance profitability.

Demonstrate ROI

In your strategic plan, you established key performance indicators (KPIs) to measure the success of the change initiative. Regularly assess and communicate progress based on these metrics. This not only provides accountability but also reinforces the positive outcomes of the change.

Anchor the Change in a Specific Pain Point

Anchoring the initiative in a specific pain point ensures that the changes proposed are directly relevant to the daily challenges faced by attorneys and staff. Once resistant lawyers see the positive impact on a specific problem, they are more likely to be open to expanding the initiative. This gradual approach allows for a smoother and more organic integration.

Start with Pilot Projects

Start small to build confidence. In addition to focusing on a specific pain point, start a pilot project (or more than one, if you’re feeling ambitious.) Pilot projects demonstrate positive outcomes in real time, which fosters a sense of confidence and trust in the new approach. Remember, a pilot project only “fails” if you learn nothing from it. Remain flexible and open to learning from the experience. Success and visible adaptation creates momentum for wider adoption.

Maintain Momentum

Speaking of momentum, it can be challenging to keep enthusiasm for a new approach over the long term, particularly if there is a steep learning curve. Communication plays a key role here. Make sure you are sharing the metrics you’re tracking and showing progress.
The best thing you can do to maintain momentum is to share wins of any size. Encourage people to share what went well or any successes they have in implementing the new approach. For example, if the firm is pushing out a social media campaign, a small win might be a single attorney re-posting the firm’s content.

Final Thoughts

Buy-in can make or break a change initiative. Yet too many law firms fail to account for this reality and often jump in to new approaches based on the enthusiasm of just a handful of people. This makes it much harder to build buy-in throughout the firm. Slowing down and creating a strategic plan is essential.
A great way to align groups on objectives is our Strategic Growth Intensive.